Quickcut was sold to Sensis and other investors for ++++$$$$ at the right time.... Dilip and part of the original Quickcut team invested in a hitecjh startup called Martian Logic, whose core product Adlogic has market share in the distribution of ads for the recruitment industry.

Jamies business and philosophy complement that of Ark - Ark looks at providing a holistic solution to a persons financial needs... taking them beyond wealth.... Jamie takes a look at a persons whole well being, incorporating body, mind and soul

Thursday, August 06, 2009

I received an economic report with some interesting graphs today... and was playing around with trends and where we are in the cycle...

Below are some of my observations. I would be interested to hear your views.

The All Ords are up by 37 per cent since its low on the 6th of March. But it is still 33% less than the peak in 2008 of 6,500.

Is the following a reasonable projection?

From 1990 – 2000, the Index has gone from 1 – 3From 2000 – 2010, Is it reasonable to project the Index going from 3-5 (trading currently at 4. Is there potentially a further 20% growth in the next 18 months?)From 2010 – 2020, Is it reasonable to project the Index going from 5 – 7?

Have the fundamentals changed so much?

Do the BRIC Countries still need to develop infrastructure at a rapid rate, and have they got the MAD (Motivation, Authority and Desire) to do so?

It is my view that it is still a good time to invest in the markets.

I have no doubts that there will be fluctuations during the next 10 years, however, I believe the fundamentals of the the Australian Economy is strong. The Financial System and Infrastructure is robust, It is politically stable, the government is committed to continue to invest in Infrastructure and Innovation, and all political parties are open for business.

Analysis of the Dow Jones

• From 1980 - 1990 the Dow Jones went from an index of 1-3• From 1990 – 2000 the Dow Jones went from an index of 3-11 (should it have gone from 3-5? Was there an accident waiting to happen?)• From 2000 – 2010 the Dow Jones went from an index of 11-7-14-7(should it have gone from where it should have been (at 5) -7 – which is where it was in 2008.)• From 2010 – 2020 should the Dow Jones go from 7-9? It is currently at 9….

Is the USA economy goinig to stay flat for the next 10 years? What are the factors that will enable the Dow Jones go from 9 – 14 in the next 10 years?

Interesting!!

The information contained in this publication is of a general nature and is not intended to be nor should it be considered as professional advice. You should not act on the basis of anything contained in this publication without first obtaining specific professional advice. To the extent permitted by law, Ivan Kaye, Ark Total Wealth Pty Ltd; its related bodies corporate, employees and contractors accepts no liability or responsibility to any persons for any loss which may be incurred or suffered as a result of acting on or refraining from acting as a result of anything contained in this publication.

Wednesday, August 05, 2009

Subject: The top 10 Issues amongst Business Owners and CEO's in July 09, reg Chris

The CEO Institute recently produced our report on The top 10 Issues discussed amongst the member base in July 09

I thought you might find value in the information

1. Facing leadership challenges

* Changing your leadership style in difficult times* Challenges of leadership communication in smaller businesses* Leading teams - how managing culture impacts on leadership,recruitment, the induction process (both formal and informal), method ofdealing with exits. An open dialogue leads to trust and respect* Power-hungry managers can be very disruptive and upset otherexecutives. Their positives and negatives should be carefully assessed toascertain their overall worth to the organisation* Value of management development plans* What is the psyche of successful CEOs?

2. To grow or not to grow

* Moving your business from small, with numerous customers, to the topend of town. What does it cost? Can it be done? * Most businesses looking to consolidate, rather than growsubstantially in the year ahead* Markets in general not growing - any growth that is happening, isvia increased market share* Beefing-up systems and procedures to cope with rapid growth* Eliminating waste and non-value-adding activities from systems andprocesses * Growth versus sustainability - the environment is still a priority* Is business growth essential - and why? How to grow your businessand manage complexity* KPIs for growth objectives - organic growth, new business, increasedrevenue per sales* How to prepare submissions for Governement grants - should you hireexpert submission writers or use your own resources?* Adjusting growth expectations to reduce stress

3. Increased sales and marketing efforts

* Increased focus on business development and marketing* Mixed view on the value of offline directories as a form ofadvertising. More benefit seen in online versions* The need to have a strong brand in this market* Use of third party sales representatives to service capital cities -does it work?* The cost of unsuccessful tendering can be significant in the currentcompetitive environment. Targeting potentially successful tenders isessential to avoid the waste of time and expense* Marketing and sales effort in the current economic conditions isparamount - as is good communication - to retain existing customers* Pros and cons of using purchasing agents to represent you

4. Staff recruitment and boosting performance

* Trying to find good / the right people - there's not a lot ofquality on the market * Trends in outsourcing have shifted* Managing the knowledge in your business* The implications of the new IR environment on wage costs andemployment* Recruitment and performance management best practice - referencechecking, psychometric testing strongly advised, induction to includetime-frame before appointing to permanency* Staff morale high - psychometric testing has been crucial* Dealing with negative staff who 'bad mouth' the company* Training staff to improve co-operation and effectiveness* Assisting redundant staff secure employment elsewhere

5. Controlling debtors and cash flow management

* Restraint of trade - what are the boundaries and what power dosuppliers have in respect to the rights of the business?* Frustration at debtors extending terms of trade without consultation* Businesses going well are taking the opportunity to reduce debt* Dealing with large debtors can be difficult - prompt decisive actionto collect debts is usually the best strategy* Debt collection problems in smaller customers - don't push intobankruptcy, as you may be worse off, limit the amount spent on lawyers, tryto get payment on drip-feed

6. Boards and shareholders

* Delegation issues from Board to CEO* The importance of trust between CEO and key stakeholders* Establishing Board sub-committees - what roles would they cover andshould their membership be broadedned to include non-directors?* Issues when dis-engaging a shareholder* Dealing with clashes between CEO and a major shareholder* Issues arising when Board and management expectations aren't aligned

7. Business structure and performance

* Finding new ways to rescue a previously successful business that isnow struggling* The value of business coaches - what can they bring? What is thecost?* The need to have an organisational structure that supports thebusiness and its performance going forward* Aligning departmental balanced scorecards with those of theorganisation